Financial Product Innovation Asia Pacific 2012 - Turning product innovation into competitive advantage that drives revenues July 2012 Innovative Go-To-Market strategies for Financial Product Innovations • Developing a holistic brand experience for your product • Communicating your product’s value proposition succinctly to extend your overall brand position • Grabbing the opportunities for co-creation for your brand to engage with customers and the financial performance of your product • Streamlining your product implementation process for improved results • Formulating launch and go-to-market strategies that works marvelously • Justifying your product launch strategy to a range of stakeholders

1. INNOVATIVE GO-TO-MARKET
STRATEGIES TO DRIVE FOR
FINANCIAL PRODUCT
INNOVATIONS
Case Study, Concepts, and Debatable Ideas
Kenny Ong
Takaful IKHLAS Sdn Bhd
1

2. Branding today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
2
BusinessWeek, May 4, 2009

3. TAKAFUL IKHLAS CORPORATE PROFILE
• Shareholder : MNRB Holdings Berhad (100%)
• Established Date : 18 September 2002
• Operational since : 2 July 2003
• Takaful Model : Al-Wakalah
• Business Portfolio : General and Family Takaful
• Number Products : More than 90
• Number of Participants : More than 1,800,000
• Number of Agents : More than 6,000
• Number of Staff : 490
• Regional Offices : 11
• Paid Up Capital : RM295 million
3

4. IKHLAS Medical/Health Solution
EASY ACCESS TO CARE
CLIENT PANEL CLINICS
•Panel of 2000 clinics •Processing Bills
nationwide •Payment
•All major hospitals recognises •Appointment and
our GLs removal
•Policies & Procedures
•Appointment & management of
•Tracking Entitlements
medical panel IKHLAS •Issues & Complaints
•Overcharging & Abuse
1st CLASS SERVICE •MC Verification
•Benefit & Procedure briefing
Panel GP Clinics
•Help Desk
•Tri-annual Cost & Utilization Specialist
Referral
Report & Hospitals
•Benchmarking SPECIALIST & HOSPITALS
•Analysis & Recommendations Employees •Issuance of GL
•Hosp. Bank
EMPLOYEES & DEPENDANT Guarantee/Deposit
• Claims Submission •Appointment and removal
PEACE OF MIND • Tracking of eligibility •Tracking Entitlements
•24/7 LOG Issuance • Enquiries & Complaints •Processing Bills
•Cashless Admission • Employee benefit materials •Payment
•Comments • Unions •Hospital Reports
• Abuse of benefits
4

5. "The digital watch didn't come from
established watch companies, the calculator
didn't come from slide rule or adding
machine companies, video games didn't come
from board-game manufacturers Parker Bros
or Mattel, the ballpoint pen didn't come from
fountain pen manufacturers, and Google
didn't come from the Yellow Pages"
Bob Seidensticker, Futurehype
5

6. What’s wrong with Strategic
Planning Today?
Long-term Plans
Objectives
Strategies
Enablers
Resources
Also known as L.O.S.E.R.
6

7. What’s wrong with Strategic
Planning Today?
1. Biggest Threats often come from OUTSIDE your normal
industry
2. Planning from the base of an ‘Existing’ organization vs.
zero-based
3. Traditional Analysis (e.g. SWOT) based only on known
or existing assumptions or knowledge
4. Spending too much time in market research and
analysis
5. Defining the company from a Product/Service
perspective vs. Category vs. JTBD (e.g. Coca-cola)
6. Wrong Benchmark – already successful vs. what made
them successful
7. Implementing BSC and PMS to improve Business
Model and Strategy
8. New strategy, same people
7

9. Finance Today…
$19.90
9

10. Financial Product Innovation from
Non-Traditional Financial Players
• M&A: bar code readers, inventory tracking, location-
based deals
• App: loyalty card, coupon, NFC, mobile payment at
restaurants and cafés
• the largest holder of personal savings in the world: $2.1
trillion of assets in yū-cho savings accounts, $1.2 trillion of
assets in kampo life insurance services, ¥140 trillion of
government bonds.
• eWallet (soon)
• eWallet – in collaboration with Citibank, MasterCard,
Sprint Nexus 4G
• Raised $32,000,000 - $10 at a time, via TEXT for the
Haiti earthquake 2010
10

11. Guess Who?

13. Contents
1. Holistic Brand Experience
2. Value Proposition
3. Brand Co-Creation
4. Product Launch
13

14. Branding
And what this means to businesses
today
14

15. The real goal of Marketing and
Branding
Understanding our role in the whole
scheme of things
15

16. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Retention and Loyalty are useless if
No Conversion is happening.”
Sergio Zyman
16

17. What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”
17

18. What is the Objective?
1.Comm = Relationship (something
like Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm = Get more people, to buy
more, more frequently, at higher
prices
18

19. Innovating and Branding the
Business Model
The biggest and most holistic
consideration
19

23. The McPlaybook*
Make it easy to eat Make it easy to prepare
• 50% drive-thru • High Turnover
• Meals held in one • Tasks simple to learn
hand & repeat
Make it quick Make what customers want
• “Fast Food” • Prowls market for new
• Tests new products products
for Cooking Times • Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
23

24. Retail Adaptation:
McDonald’s Menu
Product Variation:
– 80% Global, 20% Local
– home-style meals (Boston Market) 
– burritos (Chipotle) 
– coffee (McCafé) 
– DVD rentals (Redbox) 
– Premium menu items (snack wraps, sweet tea
Frappes) 
24

25. Retail Adaptation:
McDonald’s Design
$2.4 billion to:
•redo at least 400 domestic outposts,
•refurbish 1,600 restaurants abroad,
and
•build another 1,000

26. What is the Business Model?
•Google
•Tata Nano UVP
Cash-Flow Market
Model Discipline
26

27. Business Model: UVP
Unique Value Proposition (USP)
=
Targeted Customer
=
Core Buying Purpose/ Customer Value
Proposition/ Job To Be Done (JBTD)
27

28. Business Model: UVP
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?
28

29. Business Model: UVP
1. Insufficient WEALTH
2. Insufficient ACCESS
3. Insufficient SKILL
4. Insufficient TIME
29

30. Business Model: Cash-Flow Model
Revenue
Assets Cost
Cash
Margin
Flow
30

31. Business Model: Cash-Flow Model
Cash-Flow Model Examples:
Revenue 1. Gillette Shaver
Assets Cost 2. IBM and Lenovo
3. GM and GM Finance
Cash
Flow
Margin
4. Google and Ad Revenue
5. McD and Drive-thru revenue
6. SaaS PAYU e.g. Siebel/Salesforce
7. Facebook and Investors
8. Courts and Instalments
9. Kindle Fire and e-Books
10.Celcom and MVNOs
11.Kenya and M-Pesa
12.Banks and Non-Fees vs. Fees
31

32. What is the Business Model?
UVP
Cash-Flow Market
Model Discipline
32

33. Market Discipline
• Features,
"They are the most innovative"
Product
Leadership Benefits
"Constantly renewing and creative"
• Limited
"Always on the leading edge"
Range
Customer
Operational Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Minimal acquisition cost and
• Solutions
Personalized communications
"They're very responsive"
hassle • Customization
• Cost Preferential service and
Lowest overall cost of • Breadth &
• Convenience flexibility
ownership Depth
Recommends what I need
• firm"
"A no-hassles TCO "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service
33

34. Market Discipline
Product "They are the most innovative" •LV
Leadership "Constantly renewing and creative"
"Always on the leading edge"
•Air Asia Operational
•Ramly Customer
Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Personalized communications
Minimal acquisition cost and "They're very responsive"
hassle
Preferential service and
Lowest overall cost of flexibility
ownership Recommends what I need
"A no-hassles firm" "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service
34

35. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
35
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

36. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
36
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

37. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
37
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

38. Alignment & Consistency:
Disciplines, Priorities, and KPIs
Operational
Operational Product Leadership
Product Leadership Customer Intimacy
Customer Intimacy
Excellence
Excellence •• New, state of the
New, state of the •• Management by
Management by
•• Competitive price art products or Fact
Competitive price art products or Fact
•• Error free, services
services •• Easy to do
Error free, Easy to do
reliable
reliable •• Risk takers
Risk takers business with
business with
•• Fast (on
Fast (on •• Meet volatile
Meet volatile •• Have it your way
Have it your way
demand)
demand) customer needs
customer needs (customization)
(customization)
•• Simple
Simple •• Fast concept-to-
Fast concept-to- •• Market segments
Market segments
•• Responsive counter
counter of one
of one
Responsive
•• Consistent •• Never satisfied --
Never satisfied •• Proactive,
Proactive,
Consistent obsolete own and flexible
information for obsolete own and flexible
information for competitors'
all competitors' •• Relationship and
all products Relationship and
products consultative
•• Transactional consultative
Transactional •• Learning selling
Learning selling
•• 'Once and Done'
'Once and Done' organization
organization •• Cross selling 38
Cross selling

39. Each Discipline Requires
Different Priorities & Resources
Organization, jobs,
skills
Culture, values,
norms Operationa
Operationa Product
Product Customer
Customer
ll Leadershi Intimacy
Information and Leadershi Intimacy
systems Excellenc
Excellenc p
e p
e
Management
systems
39

40. Each Discipline Requires
Different Priorities & Resources
Operational Excellence
Operational Excellence
Organization, •• Central authority, low level of empowerment
Central authority, low level of empowerment
jobs, skills •• High skills at the core of the organization
High skills at the core of the organization
•• Disciplined Teamwork
Disciplined Teamwork
Culture, values,
norms •• Process, product- driven
Process, product- driven
•• Conformance, 'one size fits all' mindset
Conformance, 'one size fits all' mindset
Information and •• Integrated, low cost transaction systems
Integrated, low cost transaction systems
systems •• The system is the process
The system is the process
Management •• Command and control
Command and control
systems •• Quality management
Quality management
40

41. Each Discipline Requires
Different Priorities & Resources
Product Leadership
Product Leadership
Organization, jobs,••
Ad hoc, organic and cellular
skills Ad hoc, organic and cellular
••High skills abound in loose-knit structures
High skills abound in loose-knit structures
Culture, values, ••Concept, future-driven
Concept, future-driven
norms ••Experimentation and 'out of the box' mindset
Experimentation and 'out of the box' mindset
Information and ••Person-to-person communications systems
Person-to-person communications systems
systems ••Technologies enabling cooperation
Technologies enabling cooperation
Management
systems ••Rewarding individuals' innovative capacity
Rewarding individuals' innovative capacity
••Risk and exposure management
Risk and exposure management
••Product Life Cycle profitability
Product Life Cycle profitability 41

42. Each Discipline Requires
Different Priorities & Resources
Customer Intimacy
Customer Intimacy
Organization, jobs,•• Empowerment close to point of customer
Empowerment close to point of customer
skills contact
contact
•• High skills in the field and front-line
High skills in the field and front-line
Culture, values,
norms •• Customer-driven
Customer-driven
•• Variation and 'have it your way' mindset
Variation and 'have it your way' mindset
Information and
systems •• Strong customer databases, linking internal
Strong customer databases, linking internal
and external information
and external information
•• Strong analytical tools
Strong analytical tools
Management
systems •• Customer equity measures like life time value
Customer equity measures like life time value
•• Satisfaction and share management
Satisfaction and share management 42
•• Focus on ‘Share of Wallet’
Focus on ‘Share of Wallet’

43. What does the Customer
want?
Product/Service Attributes Relationship Image
43
* Treacy & Wiersema, The Discipline of Market Leaders, 1995

44. What does the Customer
want?
Operational Excellence: Quality and selection in
key categories with unbeatable prices
Product/Service Attributes Relationship Image
Price Time √ Smart
Selection √ Shopper
Quality
44
* Treacy & Wiersema, The Discipline of Market Leaders, 1995

45. What does the Customer
want?
Product Leadership: Unique products and services
that push the standards
Product/Service Attributes Relationship Image
√ Time √ Best
Function √ Product
Brand
45
* Treacy & Wiersema, The Discipline of Market Leaders, 1995

46. What does the Customer
want?
Customer Intimacy: Personal service tailored to
produce results for customer and build long-term
relationships
Product/Service Attributes Relationship Image
√ √ Service Trusted
√ Brand
√ Relations
46
* Treacy & Wiersema, The Discipline of Market Leaders, 1995

47. Alignment & Consistency
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
47

48. Alignment & Consistency
Apple powerful Product Leadership
products, premium (best product)
pricing, limited range
Still Doing
well in HP well-balanced
Acer super lean
2009-2011 portfolio, mass
cost structure,
aggressive pricing customization
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
48

49. Alignment & Consistency:
Business Model
UVP
Cash-Flow Market
Model Discipline
49

50. Branding Concept #1: The
Product as a Concept
The Product is not the Product
50

51. The “Old” Days
Invent
R&D
Bu i
•
Ma
n
ld
• ufa
c Ma
Pro
duc
turi
ng rk et
tD Ma
ev. rke Se l
t ing
l
Sal
e s
51

52. The “New” Days
Invent
R&D
Manufacturing Build
Marketing Market
Sales
Sell
52

53. Marketing 101
Place
Product 4Ps Pricing
Promotion
53

54. Marketing & R&D
Logistics/
Place Technology
Features Target
Product 4Ps Pricing
Promotion
Brand
54

55. Marketing & R&D
Target
Price
Features
Brand
Promotion Product
IKEA
Apple
Place Nestle
Logistics/ Asus
Technology
55

56. R&D Today → RD&D
• Garnier
• Digi
Design Point 1: Designed to SELL
Design Point 2: Before-After R&D
56

57. R&D Today → RD&D
• Research, Development & DESIGN
1. Features
2. Benefits
3. Differentiation
57

58. R&D Today → RD&D
• Research, Development & DESIGN
1. Function
2. Aesthetics
3. Logistics
Design Point 1: Designed to SELL
Design Point 2: Before-After R&D
58

59. Branding Concept #2:
Understanding the Consumer
59

60. Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
Seek
Searchers Collaborators
Change
Seek
Streamliners Delegators
Stability
60

61. Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
Seek
Searchers Collaborators
Change •touch and feel
•‘first’ to know
•Talk to
Seek technicians/experts
Streamliners Delegators
•pros and cons, trends, lots
Stability
of info
•Offer choices
•Online resource
•innovations, new stuff
61

62. Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
•Minimize risk
•Standardization and
Seek consistency (routines)
Searchers Collaborators
•Wants systems to follow
Change their habit
Seek
Streamliners Delegators
Stability
62

63. Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
•Treats Store Personnel as
Seek consultants
Searchers
•Pilot projects, process Collaborators
Change
improvements
•Co-discover new
Seek
applications for existing
Streamliners
business/products Delegators
Stability coaching and
•Ongoing
value-added services
63

64. Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
Seek
Searchers Collaborators
Change choices
•narrow
•Pre-package, pre-select
Seek (default)
Streamliners
•Make it easier to renew Delegators
Stability to cancel
than
•Focus on a specialty
(niche)
•Honesty, reliability, Trust
64

65. Men vs. Women: Getting Dressed

66. Men vs. Women

67. CNI: Basket Analysis
67

68. Concrete vs Abstract
Mindset
Kelly Goldsmith, Jing Xu, Ravi Dhar,
MIT Sloan Review, Fall 2010
Abstract
Broad
and
general
Over-
arching
Purpose
Shared
Concrete Product
Attributes68

69. Concrete vs Abstract
Mindset
Shared
Abstract Product
Attributes
Execution
or Usage
purpose
Lower
level
details
Concrete
Kelly Goldsmith, Jing Xu, Ravi Dhar,
MIT Sloan Review, Fall 2010
69

70. Mindset vs Basket Size
 Variety of Related but Different
Product Categories, Distant Future
Abstract
70

71. Mindset vs Basket Size
 Products Similar enough to
Substitute one another, Immediate Use
Concrete
71

72. Manipulating Mindset to 
Basket Size
• Promotions
“Overarching Purpose”
: Oral Care

Abstract
• “Simple Purpose”:
Clean Teeth 
72

73. Manipulating Mindset to 
Basket Size
• Promotions: Individual
and Unique benefits

Concrete
• “Overall Purpose”:
Quench Thirst 
73

74. Color Psychology
Cultural Variations; white remind us of something
= marriage (western) = familiar
death (China). Purple = e.g. blue = calm
death (Brazil) Yellow = Children = Bright
sacred (Chinese) = Primary Colors e.g.
sadness (Greece) = toys, clothes and
jealousy (France) children's books
Red , Orange = Young = bold colors;
to eat quickly and older = subtle palettes.
leave
carpeting to influence
patterns of travel
74

77. Target: Decision Chain
Again: different type,
Influencer different strategy
Buyer
User
77

78. Customer Types vs. Messaging
Customer
Types Your Products/Services
Hand brake
Expandables
Postponables
Essentials
Surviving
Treats
Well Off
Don’t Care
78

79. Customer Types vs. Messaging
Your Products/Services
Essentials Treats Post- Expan-
ponables dables
•Necessary •Indulgences •Needed or •Unnecessary
•Survival •Justifiable desired •Unjustifiable
•Well-being •Can be put
off
79

80. Customer Types vs. Messaging:
Example
Customer
Types Essentials •Price
Hand brake
•Smaller Pack
•Private Labels
Surviving •Low-cost ‘Value’ products
•Fighter Brands
Well Off •Less Variety/Customization
•Immediate cash back
Don’t Care
80

81. Branding Concept #3: Right
Tools at the Right Time with the
Right Audience
The power of targeted branding
communications
81

82. 82 1.
Ea Ne
to rly ed
ne try Ad to a
p u ) o t
ro tra gro pter trac
3. If company does not d l u
2. The Mass market will uct an p (w t th
innovate or has weak s d n firs illi e
follow once they see ich t vi ng
retention plans, early adopters joining e a
customers will leave
te)
rou w
fe’
‘sa p ne
fer g u
pre takin
ct (
du t to • “Crossing the Chasm”
pro istan
s
Re
Market Penetration Overview

83. Market Penetration Overview
83

84. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Personal
(info)
Mass Traditional, In-
home, Out-Of-Home
Impersonal Mass Unconventional
(info)
Mass Online
Individual Mass
Reach of Communication
84

85. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Mass Targeted
Conventional
Personal
Mass Targeted Online
(info)
E.g. Annual Reports,
Analyst Briefings, IR
Roadshows, IR Website
Impersonal
(info)
Individual Mass
Reach of Communication
85

86. The Right Tools for the Job
Personal Contests
(exp) One-on-One
Quality/Intensity of
Communication
Personal Individual Targeted
Conventional
(info)
Individual Targeted
Online
Impersonal
(info)
Individual Mass
Reach of Communication
86

87. The Right Tools for the Job
Personal Experiential Marketing
(exp) Geo-Marketing (LBS)
Quality/Intensity of
Communication
Personal
(info)
Impersonal
(info)
Individual Mass
Reach of Communication
87

88. Experiential Marketing: Example

89. Experiential Marketing:
Example
• Opened first café in midtown New York.
• It serves coffee in a pleasing environment,
– comfortable lounge
– read the financial newspapers
– watch on plasma screens
– FREE Internet
• Customers can’t perform financial transactions in the
Café.
– > $200 million new accounts and mortgages < 1 year
• Starbucks-like prices for coffee, tea, biscotti, and other
pastries.
89

90. Location-based example
90

91. Geo-Marketing example:
O2, Starbucks, L’Oreal
• Six-month trial
• Placecast’s geo-
fencing technology
• 1,500 areas
offering deals.
• Opt-in
• Gender, age and
general interests.
• Receive Special
deals
91

92. Innovation Issues & Challenges
for the Financial Industry
92

93. Issues & Challenges for
Innovation in Financial Sector
• Short-Term financial measures & expectations
• Incremental innovation - highly commoditized industry
• Heavily regulated - limiting what new products can be
offered, to who you are even allowed to communicate
with
• Security - data leakage, PDPA
• Protection and the management I.P. - especially due to
technology advancements
• Non Financial Intermediaries (NFIs) (e.g. retailers,
telecom providers) providing financial services.
93

94. Non Financial Intermediaries (NFIs) example
Peer-to-Peer Lending
Zopa (http://uk.zopa.com/ZopaWeb/)
1. eliminating traditional
financial institutions for
obtaining credit.
2. Target: self-employed,
project-based or
freelance workers that
are not in a full time
employment with
irregular incomes and
lifestyles
3. Can borrow smaller
amounts over shorter
periods and are not
charged additional fees
if they repay early
94

95. Non Financial Intermediaries (NFIs) example
Peer-to-Peer Lending
Lending Club (http://www.lendingclub.com/)
• Cheaper and faster than
traditional consumer credit
(7.88% vs. 13%)
• Proprietary assessment of
customer reputations within
their social networks
• Tracking and publishing the
history of every Loan
• Publishes the formula risk
and interest algorithm
• Default rate is low 2.7 %
(vs. 5.5 % for prime credit
cards)
95

96. Peer-to-Peer Lending Business Model
Revenue
model
Cost model
96

97. Potential Tools for Innovation in
the Financial Services sector
• Social Networks - new financial services, increase
interaction with customer, collect new ideas from outside
• Dedicated “Innovation Department” or “R&D
Department”
• Think broadly about what their target customers are
trying to get done
• New technologies – Mobile, Social, Cloud, GeoMarketing
etc.
• Under-served Markets, New Segments on Value-Chain,
Micro Niche segments
• Academia partnership
• Corporate venture capital fund
97

98. Future of Financial Services Sector
• Just take an image of the front and back of the check.
• No annoying deposit slip required
• Immediate confirmation of deposit transaction.
• It’s Free
98

99. Future of Financial Services Sector
• Just slide the Money Bar to transfer funds
between accounts.
99

100. Future of Financial Services Sector
• Competitive
processing fees and
NO monthly rental
• Both the app and the
reader are free
• Send email or SMS
receipts to the
customer
• Photo identification
system for security
100

101. End Notes
101

102. Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index (ACSI)
E-Business Report
102

103. Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index (ACSI)
E-Business Report
103

104. Popularly Unpopular
Popularity
≠
Affection
104

105. Biggest Issue in Financial
Product Innovation?
105

106. “With great power comes
great responsibility”
Uncle Ben, Spiderman 3
106

108. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
108

109. Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/